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Writing Policy Memos

Writing Policy Memos. For years you have written professionally, but without the tight rubric of the 1000-word policy memo standard to HKS courses. Today you learn … THE RULES FOR WRITING EXCELLENT POLICY MEMOS. To learn more about policy writing and communications at HKS. FIRST.

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Writing Policy Memos

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  1. Writing Policy Memos For years you have written professionally, but without the tight rubric of the 1000-word policy memo standard to HKS courses. Today you learn … THE RULES FOR WRITING EXCELLENT POLICY MEMOS

  2. To learn more about policy writing and communications at HKS FIRST Join a Communications Course SECOND Use the Resources on the Communications Program webpage THIRD Book an appointment with a Writing Consultant To harness the power of the Communications Program, log on to http://shorensteincenter.org/students/communications-program/

  3. RULES

  4. RULES 6 FOR SUPERB CREATING MEMOS

  5. KNOW YOUR AUDIENCE

  6. WHY WHY THE THE THEY THEY WHAT WHAT STEPS STEPS YOU YOU THEY NEED TO THEY NEED TO SHOULD ADOPT SHOULD ADOPT YOUR YOUR FOLLOW FOLLOW CAN DO FOR CAN DO FOR THEM THEM TO TAKE TO TAKE VIEW VIEW ACTION ACTION

  7. 2 SHARE IDEAS TO CHANGE MINDS

  8. BLAH BLAH BLAH BLAH BLAH BLAH BLAH

  9. Connections

  10. WHICH POLICY HAS IT ALL?

  11. Reflection

  12. 3 PRIORITIZE RECOMMENDATIONS TO MOVE POLICY

  13. PEST Feasibility Study

  14. OPTIONS Prioritizing Recommendations CRITERIA

  15. Stakeholders Chart OPTIONS

  16. STRUCTURE: 4 Help them UNDERSTAND what you are RECOMMENDING

  17. CANS THE RECYCLED PROCESS = 1000 CANS JANUARY FEBRUARY MARCH

  18. 1. BLUFStatement or Bottom Line Up Front 2. pros and cons or basic issues • 3. Explain the Recommendations or Issues 4. Implementation or Next Steps 5. Conclusion: urgency so what? 5. Conclusion 6. Annexes Visuals / Graphs/ Charts

  19. 5 PRACTICE Cogent Argument Not Comprehensive Superfluity

  20. Look for the BLUF statement. Who is the key stakeholder? Who is the decision-maker or key organization? What is the problem? Why is the problem urgent? When (and where) should action take place? How can the problem be solved? How do the recommendations/solutions operate? When and where should they go into effect? 8. What are the key divisions of the argument?

  21. THE BIG PICTURE ON ARMY RECRUITMENT TO: DAVID CHU, UNDERSECRETARY OF DEFENSE FOR PERSONNEL AND READINESS FROM: CURT GILROY, DIRECTOR OF ACCESSION POLICY SUBJECT: ENSURING EFFICACY OF RECRUITING INITIATIVES DATE: 5/02/05 EXECUTIVE SUMMARY The U.S. Army must address four key challenges in order to turn around the ominous current decline in accession which is threatening the integrity of the U.S. force structure. In February, t he Army faced its first recruiting shortfall in 5 years, and in March saw recruitments short by more than 3O%. The following factors have come together in a perfect storm to precipitate this crisis: (1) Negative public opinion about the military in key demographics and negative publicity about Iraq. (2) Muddled marketing approaches not penetrating today‘s youth. (3) More teenagers pursuing college. (4) Improving U.S. economy increases labor market competition, compounding the factors above. It is difficult to pinpoint how each of these conditions has affected accession rates, but it is certain that this confluence is to blame. Though each issue presents different practical obstacles-inscope, in measurement and in time horizon- the challenges are not independent and their solutions will overlap to our benefit.

  22. EXECUTIVE SUMMARY The U.S. Army must address four key challenges in order to turn around the ominous current decline in accession which is threatening the integrity of the U.S. force structure. In February, the Army faced its first recruiting shortfall in 5 years, and in March saw recruitments short by more than 3O%--a shortfall that significantly threatens our vital national security interests. The following factors have come together in a perfect storm to precipitate this crisis: (1) Negative public opinion about the military in key demographics and negative publicity about Iraq. (2) Muddled marketing approaches not penetrating today‘s youth. (3) Failure to adapt recruitment and career incentives to lure college-bound youth. (4) Reluctance to enhance benefits, salaries, and career opportunities to compete with strong private sector labor market . Though each issue presents different practical obstacles-inscope, in measurement, and in time horizon- the solutions will overlap to benefit recruitment and retention rates well into the next decade. 157 Words Revised

  23. resource allocation guidelines for flu pandemic preparedness This memorandum provides the much-needed guidelines for allocating limited resources to prepare for an influenza pandemic. For the Massachusetts Department of Public Health, the top priorities are building institutional capacity and investing in the human capital needed for an effective pandemic response because they (a) must be done locally, (b) take longer, and (c) can be used in non-influenza pandemics. Specifically, from now until November 2006, Massachusetts must allocate resources for these most urgent priorities: 1) Training all personnel involved in controlling a pandemic. 2) Strengthening communication among all relevant public and private agencies. 3) Widening the surveillance system to detect an outbreak [in a] timely [way].

  24. In the wake of the current outbreak of H1N1 influenza, the Massachusetts Department of Public Health recognizes an urgent need to assess, allocate, and enhance limited resources in three key areas: surveillance, personnel, and communication. Current policy and resources reveal a lack of institutional capacity and a dearth of the human capital required for an effective pandemic response. Moreover, these strategic areas also need development to support state-level response to non-influenza pandemics. By the next flu season, in November 2010, MDPH must: 1) Widen the surveillance system to detect an outbreak. 2) Train all personnel involved in controlling a pandemic. Strengthen communication among all relevant public and private agencies. These recommendations prioritize developing local resources in stages over the next nine months, from the most immediate need of surveillance to the longer-term goals of training and communication.

  25. A- Good Work! A Not Bad!

  26. 6 CULTIVATE TEAM RELATIONSHIPS

  27. prioritize organize mobilize

  28. 6 RULES KNOW YOUR AUDIENCE CULTIVATE NEW IDEAS PRIORITIZE RECOMMENDATIONS STRUCTURE FOR CLARITY PRACTICE COGENT ARGUMENT CULTIVATE TEAM RELATIONSHIPS

  29. They created the internet. Set the standard for auto safety. Cleaned up our water. And now they’re working to ensure that every child is healthy. Where can you buy shares in a company like this? You can’t. You already own it. It’s your government.

  30. To learn more about policy writing and communications at HKS FIRST Join a Communications Course SECOND Use the Resources on the Communications Program webpage THIRD Book an appointment with a Writing Consultant To harness the power of the Communications Program, log on to http://shorensteincenter.org/students/communications-program/

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